Manage Work Allocation
(CHCORG607C)
Evaluate workgroup
effectiveness (CHCORG607C)
Manage effective work
relations (CHCORG611A)
Support ,participate and review
group development
(CHCORG611A)
Understand the Stages of Group Development
Understanding the stages of group development will give
you a deeper awareness of how to improve your
communication skills when working with groups
Groups normally experience a number of stages during
the “life “ of the group.
It is useful to identify the different stages of team
development and to determine where your team is at.
This enables the team to identify development need,
assess the best strategies for overcoming weaknesses
and determine the best methods for moving forward.
Refer to the reading of group
development stages and
The Wisdom of Teams
and apply to your team
Participative Practice
Supervisors are responsible not only for their own work , bur for ensuring
others are also meeting their work responsibilities in a safe and
competent manner
They require skills to successfully
• Delegate work
• Monitor, control, review and evaluate performance
• Train and develop staff
• Provide leadership
• Negotiate
• Assess level of skills and knowledge of employees under
supervision/leadership
• Communicate with people at various levels of the organisation, using
appropriate communication techniques
• Manage administrative requirements, including written and verbal reports
Strategies
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Meeting and maintaining regular contact with the whole team
Understanding staff concerns and personal work goals
Ensuring policies and procedures are clear and easy to follow
Being positive and demonstrating confident leadership
Identifying people who are already taking on informal leadership within
the team
Being consistent
Providing encouragement and feedback on a regular basis
Demonstrating respect for diversity
Ensuring staff are aware that they are important to the successful
workings of the team and organisation
Core Skills for Participative Practice
• Sound communication skills including soliciting advice,
opinion ,input from ALL
• A consultative and cooperative approach to workplace conflict
• Sharing of information
• A win –win approach to workplace relations
• Clear role responsibility
• Clear understanding of goals and objectives
• A commitment from both management and employees to
participative practices – to “walking the talk” and seeing it
through
Working with Reticence
When certain employees are less open to participation the
following techniques may be used
• Draw the more reticent group members into discussion by
asking them direct questions
• Encourage round the table participation , everyone has a turn
to contribute
• Be aware of dynamics that hinder the involvement of some
e.g one or two members dominate
Encouraging Self -Responsibility
You cannot make people participate
You can encourage participation using any number of strategies
but ultimately, the responsibility for contributing and making
an effort rests with each individual group member
Foster self –responsibility by highlighting the contribution that
can be made and lead by example
Factors in Job Dissatisfaction
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Agency policy and administration
- availability of clearly defined policies especially those relating to people
-adequacy of organisation and management
Supervision – accessibility, competence and fairness of supervisor
Interpersonal relations – Relations with supervisors and colleagues. Quality of
social life at work
Salary – total package
Status- A persons position or rank in relation to others symbolised by title, size of
office or other tangible elements
Job Security
Personal Life
Working Conditions –including physical conditions, amount of work, facilities
available and environmental aspects such as light, space etc
(Herzberg 2003)
Motivating Factors
• Achievement – specific successes, such as successful
completion of a job, solutions to problems, seeing results of
work
• Recognition – any act of recognition
• Possibility of growth –changes in job where professional
growth potential is increased
• Advancement –
• Responsibility – being given real responsibility , matched with
necessary authority
• The work itself
Managers should check that individuals have
• A sense of achievement in their job and feel that
they are making a worthwhile contribution to the
objective of the team
• Jobs which are challenging and demanding with
responsibilities to match capabilities
• Adequate recognition for achievements
• Control over delegated duties
• A feeling that they are developing along with growing
experience and ability
Handout
Task /Team/ Individual Checklist
Promoting Communication
• Fostering staff awareness of objectives and goals
• Fostering awareness of how each worker contribute to the overall picture
• Fostering awareness of and attention to organisational policies and
procedures
• Monitoring progress of individuals and groups with regard to meeting
stated objectives
• Establishing a climate of open communication, which supports individual
workers and enables positive change
• Understanding and communicating the organisations changing needs
• Communicating the needs and requests of workers to higher management
Cont”d
• Encourage others to express their thoughts by seeking clarification eg
paraphrasing , summarising etc
• Avoid response which are confronting, aggressive or patronising
• Encourage al group members to develop skills in using feedback to gain
clarification
• Encouraging all group members to work constructively and positively
when interacting
• Remaining awrae of conflicts which may inhibit interaction. Deal with
these in order to keep the communication climate positive and open
• At all times , be sure you are Modelling desired behaviour
Other Strategies
Managing meetings- Not only in terms of timekeeping and agenda but in
monitoring and responding to group dynamics. Sharing this role gives each
group member the opportunity to develop their skills and to exercise a
degree of ownership and responsibility for the functioning of the process
Sharing of Tasks - People are more likely to involve themselves if they feel
some responsibility for the successful attainment of outcomes. Rotation of
tasks will more fully involve all parties, promoting a sense of “ ownership
of the process”. Be aware in rotating tasks some staff may require support
or additional coaching
Delegating Tasks - Giving others responsibility and authority for completing a
task however the “ buck still stops with you”
Readings ;
• Team roles and functions
• Feedback
Monitoring and Review
Wether it is individual or group performance the same process
applies
• Objectives – what do we want to achieve
• Strategies –how are we going to achieve these objectives?
What are the ‘vehicles’ for delivering objectives
• Targets (or performance indicators) – what are our measures
in determining wether we are achieving objectives
• Monitor- the process of “watching over’
• Review – what are we doing well? What could we do better?
Objectives
Ask the following questions ;
• What are we trying to achieve/
• Do our objectives reflect this?
• Are objectives clearly identified and articulated? Nonambiguous?
• Are objectives realistic?
• Are our objectives quantifiable/measurable
• Are they time –framed? Do they specify when by?
• Do they specify who will do what?
Strategies
What are the strategies to achieve our objectives?
Targets
Ask the following questions , Are targets
• Easy to understand
• Time based
• Realistic
• Prioritised
• Attainable
• Measurable
• Challenging
Targets will be phrased in terms of measure
• Percentages e.g. 95% of clients placed into jobs
• Time e.g. new referrals are contacted within one week
• Frequency of occurrence e.g. quarterly performance reviews
• Averages – e.g.
• Absolutes e.g. all terminals to have anti glare screens
Cont’d
• Prioritise –Put what needs to be done into a
logical and prioritised sequence
• Writ up a plan. Get approval from supervisor
/manager
• Put it into action
• Monitor the plan. Monitor plan against targets
and time frames. – the ‘watching brief’
Review
Ask the following questions ;
• How are we going/
• What things are working well? Why?
• What things are not working well? Why/
• What did we set out to do?
• Have we done it?
• How do we know we have done it?
• What are some things that we are not doing, what might help us achieve our
objectives
• What are we doing that is stopping us achieving our objectives
• What do we value about what we are doing?
• What signs tell us that things are going well?
• What signs re telling us that things are not going well?
• What needs attention or further work?
• What could we do to improve individual or group performance?
Group Evaluation – Why?
To Find out
What has been done in the
group?
Check out if the group is doing
what it planned
How thw group is going
If the group has been
successful
If the group can do better in
the future
To inform other people
About what the group is doing
and achieving
Why the group is worthwhile
Why the group should
continue
If the groups resources would
be better used doing
something else
Cont’d
To report to the organisation
or funding body
How the resources were used
What resources were used and
how
Given the costs and the effects
was it a good use of funds
To help plan for the future
What lessons have been
learned
What is needed for future
work
How things will be done
differently in the futuure
What costs and resources may
be needed